Item 9 - P&T 25-26 Delivery Plan Year-End Progress and Delivery Plan 26-27
West Dunbartonshire Council · 27 May 2026
Back to Corporate Services Committee — 27 May 2026 and its agenda
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – People and Technology Corporate Services Committee: 27 May 2026 Subject: People and Technology Delivery Plan 2025/26 - Year-end Progress and Delivery Plan 2026/27 1 Purpose 1.1 This report sets out the year-end progress of the 2025/26 Delivery Plan and presents the new Delivery Plan for 2026/27. 2 Recommendations 2.1 It is recommended that Committee note the progress achieved at year-end and the new Plan for 2026/27. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 4 Main Issues 2025/26 Year-end Progress 4.1 The 2025/26 Delivery Plan was presented to Corporate Services Committee on 21 May 2025 and mid-year progress reported on 12 November 2025. 4.2 Full details of year-end progress are set out in Appendix 1. ITEM 9
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4.3 The progress of the Plan’s 23 actions is summarised below: Progress No. (%) Completed 22 (96%) Overdue 1 (4%) 4.4 Overdue actions relate to the following and will be carried forward and progressed in 2026/27: • Continue to develop the Council and HSCP response to power resilience arrangements - 75% complete 4.5 Year-end data is available for 9 of the Plan’s 9 PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 5 (55.5%) Target significantly missed 4 (44.5%) Performance Over Time No. (%) Improved over short term (or maintained high level of performance) 7 (87.5%) Improved over longer term (or maintained high level of performance) 7 (87.5%) 4.6 Where target was significantly missed, this relates to the following PI’s: • % employee attendance improvement rate (teachers and local government); -1.3% against a target of 1%. • % of our workforce who have declared a disability; 1.6% against a target of 2.2%. • % of our workforce who have stated they are LGBT; 1.4% against a target of 2.5%. • % of Council employees who feel valued in the workplace; 40% against a target of 75%. 4.7 The full set of PIs will be reported through the Council’s annual performance reporting process. 2026/27 Delivery Plan 4.8 The 2026/27 Delivery Plan is set out at Appendix 2. 4.9 Key priorities include: Business Support (including Corporate Administration Support; Transactional HR and Pay)
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• Implement statutory pay and pension changes • Undertake annual payroll audit • Further explore automation to expedite payments • Review leadership support ICT • Further secure the Council’s technology infrastructure • Implement next phase of Microsoft 265 SharePoint and One Drive • Develop further cyber logging strategies to support Managed Detection and Response (MDR) technology • Complete review of devices due to be replaced • Review and explore next generation technologies including Artificial Intelligence (AI) agents People & Change • Implement the Fit for Future review of Sickness Absence process and procedure • Continue to embed key Health and Safety practices. – Prioritise cross skilling in and developing team knowledge of Health Surveillance. • Refine spending plans to support workforce development in light of the reduction in Corporate Training Budget • Prioritise digital improvements to Strategic HR service delivery. • Progress the plan to mainstream digital transformation across the Council Resilience • Maintain and manage the review process for Council and HSCP Core Plans • Manage and oversee the Business Continuity Process for the Council and HSCP • Continue to develop the Council and HSCP response and power resilience arrangements 4.10 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Corporate Services Committee around November 2026 and May 2027 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis
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7.1 Failure to deliver on the actions assigned to People and Technology may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Victoria Rogers Service Area: People and Technology Date: 23 April 2026 _____________________________________________________________ Person to Contact: Karen Connelly Performance & Strategy Business Partner karen.Connelly@west-dunbarton.gov.uk Appendices: Appendix 1: People and Technology Delivery Plan 2025/26 - Year-end Progress Appendix 2: People and Technology Delivery Plan 2026/27 Background Papers: People and Technology Delivery Plan 2025/26 - Corporate Services Committee, 21 May 2025 People and Technology Delivery Plan 2025/26 Mid-year Progress - Corporate Services Committee, 12 November 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All